This document is Change Management Review Template
It is part of the supporting assessment resources for Assessment Task 5 of BSBINN601.
Samson Media
Change Management Review
Change management is the process that leads organizations, teams, and individuals in developing ways to put new methods into effect. Changes in structure can assure the accomplishment of the changes. A change has many effects upon an organization and how it operates. It may be as small as changing software and equipment or as large as a merger of two companies. The main purpose of change management is to motivate employees to accept change. Organizations must get everyone on board before there can be any success with implementing change because people only see what they see when things remain the same. Changes can be approved by a formal change committee. It should also monitor the implementation of approved changes. It may be responsible for approving or rejecting changes and may review progress reports from implementing agencies, services, and individuals who have implemented agreed-upon methods of change. Change management involves tracking and reporting on progress to key decision makers throughout its lifecycle. Change management review is necessary in any situation involving change, but is specifically important for projects, since its purpose is to ensure that any changes to plans or project objectives are thoroughly examined. This ensures that the project remains on track and that time and resources are not wasted on unnecessary changes or deviations from the original plan. Change management review is a discipline that improves organization's performance by ensuring that plans are updated or revised to reflect the changes in the environment.
A key feature of the change management procedure is communication. The importance of communication in any environment cannot be overstated, and it is crucial to many organizations when changes are being introduced. Change processes require stakeholders to communicate with each other to find out how well they are doing with their responsibilities during the transition process. Communication can be internal or external. Change management is an ongoing process of continually re-evaluating and updating plans, so that they remain relevant to the situation as it changes over time. Change management should also be practiced throughout a project's lifetime, as changes in the environment may occur at any point in time. In addition, change management reviews may be conducted more frequently than formally specified in a project schedule, depending on the type of project and its characteristics. If requirements for a project were not captured correctly to begin with, or if they change over time as circumstances change, then more frequent review will be required. Many organizations use an Agile methodology for their projects, which has its own cycle of change management reviews identified within the methodology. Communicating changes in an organisation is one of the most important and challenging aspects of change management. For implementing a change, the assurance of effective communication is essential (Hasanaj, 2017).
1. Develop communication strategy for change management
The most important step in the change management communication program is to develop a change management communication strategy. The goal of developing a communication strategy is to identify the audience and their characteristics, identify the time frame for engagement, develop a message that will influence behaviour and create an action plan for implementation. Communication strategy for managing the change is required to estimate the efforts required to achieve an effective plan. The effectiveness of the change is required to make a change effective. It is important to understand that process of change goes through many phases of denial, resistance, exploration, commitment. The strategy of communication must be in line with the fact that these changes are required to make a systematic understanding of the project change. Internal communication for the strategies of the organisation is crucial. These communications are needed to be transparent (Neill, 2018).
2. Identify and engage key audiences
It is important to know who are key audiences in change management since these are individuals or groups of people who may create barriers to integrating new processes or changes into their workflow. Key audiences are those people whose opinions, knowledge and attitude directly affect the change management program. The upper management of the Samson Media is required to understand the importance of their engagement in the activities that directly affect the change management. These activities are required to make an effective plan for the changes that happen in the organisation. The team building process of the organisation is required to be successful and for its success it is necessary for the key audience to be involved in the decision making that rightly alters the course of changes required. This makes a proper communication channel for the changes that are required in the domain of changing the process of business. The interpretation of changes can be influenced by many audiences in the terms of different communications provided (Dalpiaz and Di Stefano, 2018).
3. Build credibility
It is important to build credibility through a variety of activities when engaging key audiences in change management. Examples of activities that can be used for building credibility are meetings with key audiences, surveys, focus groups and interviews. The key stakeholders of the change should be kept in circle of these activities and made to understand the problems of the stakeholders. This will ensure effective communication of the changes and the responsible understanding of the change implementation. The trust of the stakeholders in the change management plan is making the implementation of change more important and understandable. It is necessary to understand that the change management plan is working and is legitimate. It can be trusted by the stakeholders if the effectiveness of the actions that are being taken can be trusted. This makes an important distinction in the plans that fail to achieve credibility and thus slowly fall off from the motivation of the people. The presentation of information should be done by someone who is credible within the organisation (Karambelkar and Bhattacharya, 2017)
4. Establish communication champions in key audience
Communication champions are individuals who will champion the change management program within their departments or business units. These individuals need to be identified among key audiences so that they can create awareness and provide assurances about the effectiveness of change management plans. These individuals will represent the best aspects of a communication. These communication champions will represent the communication that is specific to their business needs and departments requirements. It thus becomes necessary for them to understand the process of communication and then make it more useful for the individuals in the organisations. These individuals can be made responsible for emanating responsible communication and making a plan for effective communication. Through their skills they can make a system that is effective and proper for making a change plan work. Change champions become the key sponsors for a change management plan (Barrow and Toney-Butler, 2017).
5. Personalize communication that is meant for different individuals.
The process of communication for every individual must be focused on the fact that the individuals have the roles and responsibilities that differ in many domains. Thus, the major part of the communication must be in order to implement the changes. These changes are required to be made by the responsible individuals thus the communication should also be done focusing on the personalised responsibilities. This will help in building a responsible narrative for the implementation of the responsibilities given to the specific individuals. It makes for a better understanding of the project change objectives within the team that is required to make the change.
6. Focus on start-up and implementation
The focus of the change management plan should remain on the different proportions of the change management process. The key aim is to begin with the process of change and start implementing the accessed requirements. The understanding of a change management plan required focusing on starting the change management as well as making a plan that is suitable for making a sustainable change management implementation. The aim of starting up a project should be to understand the process of implementing the change management (Stouten, Rousseau and De Cremer, 2018).
Firstly, change management is about making big changes in the organization. Therefore, it may also mean making people feel uncomfortable with the decisions that are made. However, this does not mean that all people will react the same way to the changes made. In other words, some may welcome these changes with open arms and others might want nothing more than to see them fail. In order to avoid this type of reaction from individuals leading change management projects in an organization should implement strategies for changing attitudes of these people as not everyone will see it in the same way or at least agree on what needs to be done and how it would affect them or their job tasks. To avoid this, it is best to ensure that all staff members are aware of what is being done and when. Any absence from work should be reported and it is also recommended to brief the rest of the staff on changes that may occur. This will ensure that people know what they are looking out for and will not be left behind or left in the dark about what is happening in their organization.
More importantly, change psychology is all about managing these negative reactions effectively and successfully. In order to do this, it is necessary to give these individuals time to get used to changes in an organization. They will need time to adjust and acclimate themselves with new ways of doing things. This will be done through training, changes in rules and regulations and other strategies. These people will need to know what is going on and this can only be achieved when staff members are fully briefed on change management issues. This is done by informing them of the objectives of the change being made and also preparing them for any potential opposition they might receive. The most important part of change psychology is not to assume that everyone will react in the same way or that they will react at all. It should be noted that things can always go wrong especially when more than one person is involved in making changes in an organization. The pursuit for positive changes in the organisational changes is important for the employees involved in the pursuit of the change. The readiness for change can be persuaded from the point of view of the positive implementation (Umut and Aslan, 2019).
Neill, M.S., 2018. Change management communication: Barriers, strategies & messaging. Public Relations Journal, 12(1), pp.1-26.
Hasanaj, R., 2017. Importance of communication during change: A case of the municipality of Vlora. European Journal of Multidisciplinary Studies, 2(1), pp.15-19.
Dalpiaz, E. and Di Stefano, G., 2018. A universe of stories: Mobilizing narrative practices during transformative change. Strategic Management Journal, 39(3), pp.664-696.
Karambelkar, M. and Bhattacharya, S., 2017. Onboarding is a change: applying change management model ADKAR to onboarding. Human resource management international digest.
Barrow, J.M. and Toney-Butler, T.J., 2017. Change management.
Stouten, J., Rousseau, D.M. and De Cremer, D., 2018. Successful organizational change: Integrating the management practice and scholarly literatures. Academy of Management Annals, 12(2), pp.752-788.
Umut, U.Y.A.N. and Aslan, A., 2019. Promoting Readiness For Change: A Systematic Review of Positive Psychology in Organizational Change Context. Yönetim Bilimleri Dergisi, 17(34), pp.349-370.
Umut and Aslan, 2019
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